Pub Date : 2023-08-18DOI: 10.1177/14761270231196213
D. Boynton
This study integrates the attention-based view with Edith Penrose’s theory of growth to examine how the interplay between managerial attention and newly created technological resources influences firm growth. I draw upon research showing that combining broad types of knowledge during R&D creates new technological resources which are potentially valuable, but also relatively complex and ambiguous, making them challenging to utilize effectively. I theorize that attention’s temporal orientation shapes how managers understand complex technologies and construe opportunities for their use. I hypothesize that a shorter-term attentional focus is incongruent with broad knowledge combination, resulting in a less effective and more incremental use of newly created, complex technologies and lower levels of growth. Conversely, a longer-term attentional focus helps managers understand and identify novel, strategic opportunities for such complex technologies, leading to comparatively higher levels of growth. Analysis supports these predictions using a panel dataset of 327 firms between 2003 and 2017.
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Pub Date : 2023-08-01DOI: 10.1177/14761270231184670
Guest Anastasia, Sergeeva, L. Argote, O. Alexy, Samer Faraj
What are the implications of intelligent technology for strategic organization scholarship? The field of strategic organization has defined its core focus to be on “the design, administration, arrangement, or structuring of an event, activity, practice, process, group, or system so that it will be most useful or have the greatest effect” (Baum et al., 2022: 683). Although the role of technology is recognized as important in this research, the conceptual vocabulary and focus has been on issues such as how organizational structures and processes are adopted for legitimacy (Meyer and Rowan, 1977), choosing organizational designs that minimize transaction costs (Williamson, 1991) and questions of the division of labor and its integration architectures (Puranam, 2018). Today, it is clear that technologies occupy a central role in all organizing processes. And with the swift proliferation of artificial intelligence (AI), there are many new possible roles that technologies can play. Many existing studies of technology within the broader research area of strategic organization have focused on how to use the opportunities provided by technology development to conceive of new business models, take advantage of shifting market boundaries, to mount new alliances, and to lead strategic change (for a summary, see Duhaime et al., 2021). The core conceptualization of technology remains as something that develops predominantly in the environment and strategy is about how best to deploy to improve existing processes or to develop new competencies and business models (e.g. Adner et al., 2019; Volberda et al., 2021). We argue that the time is ripe to recognize how technology is more constitutive of strategy and organization than has so far been recognized. One reason for this is the steady ascendance of the so-called intelligent technologies that bring with them the potential of “intelligent organizing.” In particular, the promise of the current technologies is the emergence of more intelligent organizations, such as those where (1) machines could increasingly perform the tasks that previously relied on human intelligence (consider how large language models are already revolutionizing the generation of knowledge or how algorithms can coordinate distributed work activities), and where (2) human–technology hybrids, according to “augmentation thesis,” will be able to perform intelligent work with less effort and greater creativity; and where (3) technology may allow new forms of organizing to emerge. 1184670 SOQ0010.1177/14761270231184670Strategic OrganizationCall for Papers other2023
智能技术对战略组织学术的影响是什么?战略组织领域将其核心焦点定义为“对事件、活动、实践、过程、团队或系统的设计、管理、安排或结构，使其最有用或具有最大的效果”(Baum et al.， 2022: 683)。虽然技术的作用在本研究中被认为是重要的，但概念词汇和重点一直放在诸如如何采用组织结构和流程来获得合法性(Meyer和Rowan, 1977)，选择最小化交易成本的组织设计(Williamson, 1991)以及劳动分工及其集成架构问题(Puranam, 2018)等问题上。今天，很明显，技术在所有组织过程中都起着核心作用。随着人工智能(AI)的迅速普及，技术可以发挥许多新的作用。在更广泛的战略组织研究领域内，许多现有的技术研究都集中在如何利用技术发展提供的机会来构想新的商业模式，利用不断变化的市场边界，建立新的联盟，并领导战略变革(总结，见Duhaime et al.， 2021)。技术的核心概念仍然是主要在环境中发展的东西，战略是关于如何最好地部署以改进现有流程或开发新的能力和商业模式(例如Adner等人，2019;Volberda et al.， 2021)。我们认为，认识到技术如何比迄今为止所认识到的更能构成战略和组织的时机已经成熟。其中一个原因是所谓的智能技术的稳定优势，这些技术带来了“智能组织”的潜力。特别是，当前技术的前景是出现更智能的组织，例如(1)机器可以越来越多地执行以前依赖于人类智能的任务(考虑到多大的语言模型已经彻底改变了知识的产生，或者算法如何协调分布式工作活动)，以及(2)根据“增强理论”，人与技术的混合，将能够以更少的努力和更大的创造力完成智能工作;技术可能会使新的组织形式出现。1184670 soq0010 .1177/14761270231184670战略组织征稿其他2023
{"title":"Special issue of Strategic Organization: “The question of intelligent technology: implications for strategy and organization”","authors":"Guest Anastasia, Sergeeva, L. Argote, O. Alexy, Samer Faraj","doi":"10.1177/14761270231184670","DOIUrl":"https://doi.org/10.1177/14761270231184670","url":null,"abstract":"What are the implications of intelligent technology for strategic organization scholarship? The field of strategic organization has defined its core focus to be on “the design, administration, arrangement, or structuring of an event, activity, practice, process, group, or system so that it will be most useful or have the greatest effect” (Baum et al., 2022: 683). Although the role of technology is recognized as important in this research, the conceptual vocabulary and focus has been on issues such as how organizational structures and processes are adopted for legitimacy (Meyer and Rowan, 1977), choosing organizational designs that minimize transaction costs (Williamson, 1991) and questions of the division of labor and its integration architectures (Puranam, 2018). Today, it is clear that technologies occupy a central role in all organizing processes. And with the swift proliferation of artificial intelligence (AI), there are many new possible roles that technologies can play. Many existing studies of technology within the broader research area of strategic organization have focused on how to use the opportunities provided by technology development to conceive of new business models, take advantage of shifting market boundaries, to mount new alliances, and to lead strategic change (for a summary, see Duhaime et al., 2021). The core conceptualization of technology remains as something that develops predominantly in the environment and strategy is about how best to deploy to improve existing processes or to develop new competencies and business models (e.g. Adner et al., 2019; Volberda et al., 2021). We argue that the time is ripe to recognize how technology is more constitutive of strategy and organization than has so far been recognized. One reason for this is the steady ascendance of the so-called intelligent technologies that bring with them the potential of “intelligent organizing.” In particular, the promise of the current technologies is the emergence of more intelligent organizations, such as those where (1) machines could increasingly perform the tasks that previously relied on human intelligence (consider how large language models are already revolutionizing the generation of knowledge or how algorithms can coordinate distributed work activities), and where (2) human–technology hybrids, according to “augmentation thesis,” will be able to perform intelligent work with less effort and greater creativity; and where (3) technology may allow new forms of organizing to emerge. 1184670 SOQ0010.1177/14761270231184670Strategic OrganizationCall for Papers other2023","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"733 - 734"},"PeriodicalIF":4.9,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42866859","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.1177/14761270231184668
Amit Nigam, M. Guerra
Strategic Organization (SO!) launched its first issue 20 years ago with an explicit commitment to developing theoretically and methodologically pluralist research that sat at the intersection of, and helped integrate, the increasingly divergent fields of strategic management research and organizational theory (Baum et al., 2022). Over the past 20 years, this pluralism has enabled creativity and innovation in the work published in the journal. The methodological pluralism also sets it apart, in particular, from journals in strategy. This pluralism is something that is nurtured explicitly in the journal’s editorial process. Features of this process, including the one major revision policy, and an editorial process that is attentive both to the author’s voice and for empirical pieces, the voice of the data (Because data speaks! We cannot let established theory prevent us from hearing!) are, in the editorial team’s view, sources of innovation. The pieces in this issue reflect this commitment to pluralism and the author (and data’s) voice. In addition, they are testament to the idea that leveraging pluralism is a way of advancing theory. Two of us collaborated on this piece from the perspective of a co-editor at SO! (A.N.) and from the perspective of a junior scholar of strategic organization whose research programme takes a methodologically plural approach (M.G.). Both of these perspectives were essential, in particular, for situating the specific papers in this issue into a broader reflection on the values of pluralism.
《战略组织》（SO！）于20年前推出了第一期，明确致力于发展理论和方法上的多元研究，这些研究处于战略管理研究和组织理论日益分化的领域的交叉点，并有助于整合这些领域（Baum et al.，2022）。在过去的20年里，这种多元化使该杂志发表的作品具有创造性和创新性。方法论的多元主义也使它在战略上与期刊特别不同。这种多元化是在杂志的编辑过程中明确培养出来的。在编辑团队看来，这一过程的特点，包括一项重大的修订政策，以及关注作者声音和实证文章的编辑过程，数据的声音（因为数据说话！我们不能让既定的理论阻止我们听到！）是创新的来源。本期文章反映了作者（和数据）对多元化的承诺。此外，它们证明了利用多元主义是推进理论的一种方式。我们两人从SO的一位联合编辑的角度合作了这篇文章！（A.N.），以及从一位研究战略组织的初级学者的角度来看，他的研究计划采用了方法论上的多元方法（M.G.）。这两种观点对于将这一问题中的具体论文置于对多元价值观的更广泛反思中尤其重要。
{"title":"Themed issue: Methodological pluralism and innovation to advance strategic organization research in organizations and fields","authors":"Amit Nigam, M. Guerra","doi":"10.1177/14761270231184668","DOIUrl":"https://doi.org/10.1177/14761270231184668","url":null,"abstract":"Strategic Organization (SO!) launched its first issue 20 years ago with an explicit commitment to developing theoretically and methodologically pluralist research that sat at the intersection of, and helped integrate, the increasingly divergent fields of strategic management research and organizational theory (Baum et al., 2022). Over the past 20 years, this pluralism has enabled creativity and innovation in the work published in the journal. The methodological pluralism also sets it apart, in particular, from journals in strategy. This pluralism is something that is nurtured explicitly in the journal’s editorial process. Features of this process, including the one major revision policy, and an editorial process that is attentive both to the author’s voice and for empirical pieces, the voice of the data (Because data speaks! We cannot let established theory prevent us from hearing!) are, in the editorial team’s view, sources of innovation. The pieces in this issue reflect this commitment to pluralism and the author (and data’s) voice. In addition, they are testament to the idea that leveraging pluralism is a way of advancing theory. Two of us collaborated on this piece from the perspective of a co-editor at SO! (A.N.) and from the perspective of a junior scholar of strategic organization whose research programme takes a methodologically plural approach (M.G.). Both of these perspectives were essential, in particular, for situating the specific papers in this issue into a broader reflection on the values of pluralism.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"495 - 500"},"PeriodicalIF":4.9,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47359978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.1177/14761270221099044
Matthew C. B. Lyle, I. Walsh, Bogdan Prokopovych
While scholars have explained how organizational imprints evolve, they have yet to explore how newcomers discern the meaning of existing imprints. Drawing on a field study of a home healthcare agency, we demonstrate how newcomers’ discovery of imprints spurs an assessment process through which they personalize the imprints before enacting them through task performance, affective commitment, and preferences for selection. We discuss the implications of our work for scholars seeking to better understand the cognitive and social-cognitive processes underlying newcomers’ experiences with organizational imprints and the ways in which such engagement might shape their persistence.
{"title":"Engaging with the past: Discerning meaning in organizational imprints","authors":"Matthew C. B. Lyle, I. Walsh, Bogdan Prokopovych","doi":"10.1177/14761270221099044","DOIUrl":"https://doi.org/10.1177/14761270221099044","url":null,"abstract":"While scholars have explained how organizational imprints evolve, they have yet to explore how newcomers discern the meaning of existing imprints. Drawing on a field study of a home healthcare agency, we demonstrate how newcomers’ discovery of imprints spurs an assessment process through which they personalize the imprints before enacting them through task performance, affective commitment, and preferences for selection. We discuss the implications of our work for scholars seeking to better understand the cognitive and social-cognitive processes underlying newcomers’ experiences with organizational imprints and the ways in which such engagement might shape their persistence.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"596 - 620"},"PeriodicalIF":4.9,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43461583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-29DOI: 10.1177/14761270231187090
D. Mack, Theresa S. Cho, A. Yi
While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering U.S. banking firms from 2002 to 2010—a period that includes the U.S. housing crisis.
{"title":"EXPRESS: Attentional Engagement and Strategic Responses to Discontinuous Environmental Change: Evidence from the U.S. Banking Industry","authors":"D. Mack, Theresa S. Cho, A. Yi","doi":"10.1177/14761270231187090","DOIUrl":"https://doi.org/10.1177/14761270231187090","url":null,"abstract":"While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering U.S. banking firms from 2002 to 2010—a period that includes the U.S. housing crisis.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42128500","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-24DOI: 10.1177/14761270231184225
David B Wangrow, Kalin D. Kolev, Margaret Hughes-Morgan
As part of society’s motivation to address racial and ethnic disparities, scholars have examined racial/ethnic minorities’ underrepresentation in organizations’ upper echelons. However, prior research on minority executive dismissal has yielded equivocal findings. We draw on leadership categorization theory and token status theory to hypothesize that, under conditions of greater ambiguity and uncertainty, the likelihood of dismissal differs for White and non-White executives. Using a sample of NCAA Division 1 college basketball coaches over an 18-year period, we find overall support for our theorizing – lower financial support, low prestige power, and greater strategic change increase the chances of non-White executives being dismissed. Our findings have important implications for minority executive dismissal research and point to potential remedies that organizations can implement to reduce stereotyping and bias against non-White executives.
{"title":"EXPRESS: Disparities in Minority Executive Dismissal: A Contingency Perspective","authors":"David B Wangrow, Kalin D. Kolev, Margaret Hughes-Morgan","doi":"10.1177/14761270231184225","DOIUrl":"https://doi.org/10.1177/14761270231184225","url":null,"abstract":"As part of society’s motivation to address racial and ethnic disparities, scholars have examined racial/ethnic minorities’ underrepresentation in organizations’ upper echelons. However, prior research on minority executive dismissal has yielded equivocal findings. We draw on leadership categorization theory and token status theory to hypothesize that, under conditions of greater ambiguity and uncertainty, the likelihood of dismissal differs for White and non-White executives. Using a sample of NCAA Division 1 college basketball coaches over an 18-year period, we find overall support for our theorizing – lower financial support, low prestige power, and greater strategic change increase the chances of non-White executives being dismissed. Our findings have important implications for minority executive dismissal research and point to potential remedies that organizations can implement to reduce stereotyping and bias against non-White executives.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44147213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-15DOI: 10.1177/14761270231184616
Anna Plotnikova, K. Pandza, R. Whittington
Organizations’ attention structures are traditionally perceived as stable ‘pipes and prisms’ representing organizational communication and procedural channels. Changes in attention structures are typically attributed to top-down interventions. In this study we extend the ‘dynamic Attention Based View’ by demonstrating first that attention structures are plastic and second that they can be ‘bent’ through bottom-up adaptations of communication channels previously designed from the top. Using a single case study of the large telecommunication corporation Ericsson, we show how mid-level organizational actors manifest distinct forms of agency in reacting to adverse changes in attention structures: projective agency and iterational agency. Organizational actors regain influence over the strategy-making process through two practices: reinvention (the projective agency of adding new channels) and renewal (the iterational agency of restoring old channels).
{"title":"EXPRESS: Bending the Pipes: Regaining Attention through Reinvention and Renewal","authors":"Anna Plotnikova, K. Pandza, R. Whittington","doi":"10.1177/14761270231184616","DOIUrl":"https://doi.org/10.1177/14761270231184616","url":null,"abstract":"Organizations’ attention structures are traditionally perceived as stable ‘pipes and prisms’ representing organizational communication and procedural channels. Changes in attention structures are typically attributed to top-down interventions. In this study we extend the ‘dynamic Attention Based View’ by demonstrating first that attention structures are plastic and second that they can be ‘bent’ through bottom-up adaptations of communication channels previously designed from the top. Using a single case study of the large telecommunication corporation Ericsson, we show how mid-level organizational actors manifest distinct forms of agency in reacting to adverse changes in attention structures: projective agency and iterational agency. Organizational actors regain influence over the strategy-making process through two practices: reinvention (the projective agency of adding new channels) and renewal (the iterational agency of restoring old channels).","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48740055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-09DOI: 10.1177/14761270231183441
Caroline A. Bartel, Kevin W. Rockmann
Interpersonal relationships among organization members based on trust, disclosure, and mutual respect are an important capability that organizations need to be resilient in times of crisis. Using the attention-based view (ABV), we theorize how the attention paid to interpersonal relationships among top managers continually shapes and is shaped by the quality of relationships that emerge at the unit level. We leverage the ABV to theorize how different patterns of attention are associated with configurations of structures for building interpersonal relationships, with the resulting patterns of behavior producing distinct relational systems. We contrast three relational system archetypes: relational advocacy, relational antipathy, and what we argue is the most common but least understood and most likely to weaken organizational resilience — relational indifference. These systems are theorized as central to the attentional infrastructure of the organization, impacting its capacity for attentional stability and coherence on emergent issues. The proposed framework offers a novel view of organizational resilience and interpersonal relationships with notable contributions to multiple research domains and to practice.
{"title":"EXPRESS: The Disease of Indifference: How Relational Systems Provide the Attentional Infrastructure for Organizational Resilience","authors":"Caroline A. Bartel, Kevin W. Rockmann","doi":"10.1177/14761270231183441","DOIUrl":"https://doi.org/10.1177/14761270231183441","url":null,"abstract":"Interpersonal relationships among organization members based on trust, disclosure, and mutual respect are an important capability that organizations need to be resilient in times of crisis. Using the attention-based view (ABV), we theorize how the attention paid to interpersonal relationships among top managers continually shapes and is shaped by the quality of relationships that emerge at the unit level. We leverage the ABV to theorize how different patterns of attention are associated with configurations of structures for building interpersonal relationships, with the resulting patterns of behavior producing distinct relational systems. We contrast three relational system archetypes: relational advocacy, relational antipathy, and what we argue is the most common but least understood and most likely to weaken organizational resilience — relational indifference. These systems are theorized as central to the attentional infrastructure of the organization, impacting its capacity for attentional stability and coherence on emergent issues. The proposed framework offers a novel view of organizational resilience and interpersonal relationships with notable contributions to multiple research domains and to practice.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41366988","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-29DOI: 10.1177/14761270231181186
M. K. Chin, Abhijith G. Acharya, Cynthia E. Devers
A debate surrounds the utility of tournament theory prescription for the pay arrangements of top executives, based on competing perspectives on the relationship between vertical pay disparities and important firm outcomes. In this study, we attempt to reconcile the competing perspectives by offering a contingency view of the utility of tournament theory prescriptions. We integrate insights from the person pay interaction theory with research on political ideology to show how top executive's individual and TMT’s team-level political ideology shapes the relationship between vertical pay disparities and top executive departure and firm performance. Using data on U.S. public firms, we find that liberal-leaning top executives are more likely to exit the firm at the higher levels than at lower levels of vertical pay disparity, whereas conservative-leaning top executives are more likely to exit the firm at the lower levels than at higher levels of vertical pay disparity. Furthermore, liberal-leaning TMTs perform better at the lower levels than at higher levels of vertical pay disparity, whereas conservative-leaning TMTs perform better at the higher levels than at lower levels of vertical pay disparity. We discuss the implications of these findings for the literature on executive compensation, corporate governance, and executive values.
{"title":"EXPRESS: Different Strokes for Different Folks: The Moderating Effect of Top Managers’ Political Ideologies on the Efficacy of TMT Vertical Pay Disparities","authors":"M. K. Chin, Abhijith G. Acharya, Cynthia E. Devers","doi":"10.1177/14761270231181186","DOIUrl":"https://doi.org/10.1177/14761270231181186","url":null,"abstract":"A debate surrounds the utility of tournament theory prescription for the pay arrangements of top executives, based on competing perspectives on the relationship between vertical pay disparities and important firm outcomes. In this study, we attempt to reconcile the competing perspectives by offering a contingency view of the utility of tournament theory prescriptions. We integrate insights from the person pay interaction theory with research on political ideology to show how top executive's individual and TMT’s team-level political ideology shapes the relationship between vertical pay disparities and top executive departure and firm performance. Using data on U.S. public firms, we find that liberal-leaning top executives are more likely to exit the firm at the higher levels than at lower levels of vertical pay disparity, whereas conservative-leaning top executives are more likely to exit the firm at the lower levels than at higher levels of vertical pay disparity. Furthermore, liberal-leaning TMTs perform better at the lower levels than at higher levels of vertical pay disparity, whereas conservative-leaning TMTs perform better at the higher levels than at lower levels of vertical pay disparity. We discuss the implications of these findings for the literature on executive compensation, corporate governance, and executive values.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47518290","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-21DOI: 10.1177/14761270231167005
O. Alexy, L. Berchicci, P. Jarzabkowski
This collection of essays is organized around the topic of theorizing in the field of entrepreneurship. It is motivated by authors with an interest in seeing entrepreneurship scholarship move beyond explaining phenomena or research contexts to considering the unique contributions that a theory of entrepreneurship might make. As editors, we were keen to take this interest forward at Strategic Organization. We see discussions over conceptual boundaries
{"title":"The buzzing, blooming, (potentially) confusing field of theory development in entrepreneurship research","authors":"O. Alexy, L. Berchicci, P. Jarzabkowski","doi":"10.1177/14761270231167005","DOIUrl":"https://doi.org/10.1177/14761270231167005","url":null,"abstract":"This collection of essays is organized around the topic of theorizing in the field of entrepreneurship. It is motivated by authors with an interest in seeing entrepreneurship scholarship move beyond explaining phenomena or research contexts to considering the unique contributions that a theory of entrepreneurship might make. As editors, we were keen to take this interest forward at Strategic Organization. We see discussions over conceptual boundaries","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"400 - 402"},"PeriodicalIF":4.9,"publicationDate":"2023-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65903261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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